Resumo

MOTHAPO, Korong  e  JOSEPH, Nazeer. Transferring IT project management experiential knowledge into organisational learning. JCMAN [online]. 2023, vol.20, n.1, pp.1-37. ISSN 1815-7440.  http://dx.doi.org/10.35683/jcm21024.183.

PURPOSE OF THE STUDY: A fundamental complexity within IT projects is how knowledge management and organisational learning exploit project management experiential knowledge from previous IT projects to improve these project initiatives' benefits. This study investigated the banking sector's challenges in sharing and managing project management experiential knowledge within IT projects. The goal of the research was to determine how IT project management experiential knowledge is integrated into organisational learning DESIGN/METHODOLOGY/APPROACH: An interpretivist lens via an exploratory case study was adopted. The case study was based on a single case focusing on a multinational financial institution's IT project management office. A total of 12 IT project managers were willing to participate FINDINGS: This study's key findings reveal a lack of a central and standard model used by IT project managers to capture, store and share project management experiential knowledge within the organisation, especially in IT projects. From an organisational learning perspective, most participants could not define organisational learning, and others defined it differently. Regarding project learning and knowledge management in IT projects, the participants understood project lessons and project learning as being done through post-project sessions. Finally, project learning practices were understood by participants to be post-project review meetings, templates and collaborative technology to collect, store and retrieve the project lessons RECOMMENDATIONS/VALUE: This research promotes a "how" focus built on the emergent insights from the six themes. The guidelines ensure that previous IT project management experiential knowledge is seamlessly integrated into new IT projects through organisational learning MANAGERIAL IMPLICATIONS: A life cycle model for translating IT project management experiential knowledge into organisational learning was developed to assist IT project managers. The model allows organisations to ensure that the three key factors, i.e. knowledge management, project learning and organisational learning, are managed effectively JEL CLASSIFICATION: M15

Palavras-chave : Business management; IT management; IT project; Lessons learned; Lessons learnt; Operational management; Project knowledge management; Project learning; Project management experiential knowledge; Risk management.

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